000			02041naa a2200193uu 4500
001			10310
003			OSt
005			20190211155007.0
008			030121s2005 xx ||||gr |0|| 0 eng d
100	1		_aDRISCOLL, Amanda _93061
245	1	0	_aStepping out : _brhetorical devices and cultura change management in the UK civil service
260			_c2001
520	3		_aOrganizational culture is the pattern of values and beliefs held by members of an organization and the management of culture is now one of the most frequently discussed of all organizational concepts. The excitement associated with culture is atributable to two factors. First, it is argued that culture is the key to organizational performance ; simply stated, a strong organizational culture can be a source of competitive advantage. Second, culture is perceived as an alternative method of control to traditional and technocratic forms of management and can be manipulated to ensure that employees are enthusiastic and committed to organizational objectives. Despite the extensive interest in this topic , culture remains an elusive concept. This paper investigates the nature of culture and considers strategies for introducing cultural change. Specifically, the aims of the paper are threefold. First, to locate and explain the interests and significance of culture change for the public sector. Second, using a case study of a newly created agency, to investigate the problems and issues affecting cultural change in the civil sevice. Third, to reassess and critically evaluate the claims for culture management made in the literature, which with few exceptions are biased toward top management and the unitary conception of organization, an ideological frame of reference which is particularly problematic in the public sector
700	1		_aMORRIS, Jonathan _97487
773	0	8	_tPublic Administration an International Quarterly _g79, 4, p. 803-824 _d, 2001 _w
942			_cS
998			_a20030121 _bCassio _cCassio
998			_a20060609 _b1158^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c10436 _d10436
041			_aeng